Transcription

1 Case Study-Leading Organizational Change Creating a Strategy for Leadership Development and Capacity Building through Organization Development Forward: During our recent ODCC certification program in Boca Raton, FL, one of our participants presented this case study describing how she helped her client change its culture and improve organizational learning through Organization Development. A large recycling organization s corporate mission was to drive the returns for shareholders through the lowest cost material processes and best in class trading platforms. The company also had a strong value to create a safe working environment while being responsible stewards of the environment. This organization s key strategy for growth was through mergers, acquisitions, and joint ventures. Recently they had grown exponentially through the largest merger in its history which drove a tremendous need for change. Senior Leaders needed to make critical decisions regarding the corporate headquarters location, selection key leadership, evaluating company values, analyzing company operations, and identifying key company goals and initiatives. After the merger, the company actively continued its efforts to harmonize processes, create more formal structures and grow its people. Change became a way of life. In attempting to do so, they faced many challenges. These challenges came from within the company as well as from the outside. Due to the state of the economy, they were forced to streamline operations

2 and downsize in several regions. As a result of the resizing, roles and responsibilities of its leaders changed significantly. They expected their supervisors and managers to do more with less. The problem was that supervisors and managers were thrown into their new roles and responsibilities with minimal training and guidance. The senior leadership team came to the HR organization and asked for help. They wanted to raise the level of professionalism and capacity of these critical levels of management. A project leader was identified from the HR team and two teams were established to work on the initiative. The primary team consisted of senior leaders in Operations. The secondary team was comprised of senior HR leaders. The primary team was established to create the vision, key models, and processes. The secondary team was established to implement the models and new processes. The Scope: The scope of the project was to create formal standardized processes, tools and supporting HR structures that focused on building core and secondary job processes and competencies that were required of supervisors and managers over the next 3 5 years. Actions Taken: Initially, the Project Leader created process maps that outlined the overall direction to be followed throughout the project. Primary and Secondary teams were established and project charters/contracts were put in place to ensure mutual understanding of the project flow. Work began with the Primary team establishing job definitions of the targeted populations and building detailed competency models that looked into the future state ( 3 5 years out). As the Primary team worked through the competency models, the Secondary team ensured the models were validated across the major regions of the main business unit. Once the competency models were validated, the Project leader worked with the Secondary team to develop formal competency assessments. The assessments were piloted in the one of the regions with much success. They were completed manually and included not only data collection and analysis but feedback to the key business partners. The Secondary team played a vital role in the pilot. Once the pilot was completed and minor enhancements were made, the Project Leader worked with an external vendor to migrate the manual assessment process to an electronic process. In the meantime, core processes, tools, and templates were developed to address new job descriptions, compensation, assessments, training, and developmental planning. The Secondary team was responsible for their design and implementation. They worked hand in

3 hand with their business unit partners to ensure the initiative was fully implemented and supported. Communications strategies were rolled out on a regional basis and driven by the Secondary team. Communications were created to announce the initiative to the senior leaders, targeted populations, managers of the targeted populations, and HR community. Roles and responsibilities were clearly defined as well as expectations. The Project Leader presented status updates regularly to the key stakeholders. Development plans were established on individual and organizational needs. The plan was to establish a baseline and assess the targeted groups 12 months later to determine the growth and changes in the organization. Problems and Difficulties: Due to the high level of visibility of the initiative and the support by the senior leaders in the company, there were very few problems tied to the project. Resources and funding were abundant. The level of acceptance and completion rate of the project was at 95%. Communications were frequent and consistent across the regions. The greatest difficulty was in the implementation of Development Planning. The managers had no idea how to conduct the feedback and create the Development Plans. To resolve this issue, HR managers served as coaches and mentors to the business managers. They were present in all the initial dialogs and served as models to illustrate how things needed to be done. Outcomes: The Professionalism and Capacity initiative ended on a successful note. Tremendous cultural changes were evidenced across the entire North American manufacturing operation. The paradigm of leadership development was changed by formalizing a vision of required skills and competencies, assessing actual skill levels, and prescribing both individual and organizational development plans to align with the corporate initiatives. The lines of communication were opened across all levels of the organization. Formal structures were put in place to support the initiative. This included a new development process, formal competency models, assessments, feedback mechanisms, employee coaching and dialogs, training roadmaps/plans and training. The company partnered with a third-party training vendor to bring in web based learning to address individual development needs. All the supporting tools were automated and stored in the new HRIS database. For the first time, senior leaders as well as targeted populations, had access to detailed information regarding performance improvement. A formal tracking system was put in place to ensure the sustainability of the initiative. To complete the cycle, everything was tied into Performance Management. Accountability for individual and organizational growth was pushed down to the regional presidents, HR regional managers, and the employees.

4 Through the implementation of a formal communications strategy, all levels of employees understood the company expectations for development and continuous personal improvement. Formal mechanisms were also put in place to assess the success of the program one year after the initial implementation. Lessons Learned: A formal post mortem was conducted on the initiative and several key learnings were realized. They included: Sponsorship from the Senior Leadership team was critical to the program success Acquisition of the proper human resources was crucial to the development of believable competency models Validation of the models was important to gain the support of the different regions Communications with the leadership team and the targeted populations made a difference Communications occurred regularly and followed many formats Partnerships with the business were the fundamental reason for the success of the initiative everyone needed to have skin in the game Metrics proved the value of the initiative and caused the senior leaders to enthusiastically support the processes Training managers on how to conduct dialogs and create development plans made a difference in the quality of the interactions Standardization of processes, models, and tools across the businesses lent credibility and allowed us to reach the corporate goal Putting assessments on line and creating instant reports made the process more credible to senior managers Assessments needed to be easy to read and no more than 20 minutes to complete Use of the senior leaders to encourage 100% participation was essential to obtain compliance Alignment to Performance Management ensured accountability to complete required tasks The future of the initiative was promising. Since the overall initiative was deemed successful by the senior leadership team, it was decided to utilize the methodology and apply it to other functional teams. That included IT, Finance, HR, and Sales.

5 Author Susan Gervasi, Organization Development Consultant, HR TalentPro Background Ms. Gervasi has extensive experience in several critical areas of Talent and Organizational Development. She has worked with small, mid-sized and large companies to stimulate growth in domestic and global regions through the creation and implementation of creative processes and solutions tied to critical business initiatives. These solutions include: Training, Competency Modeling and Assessment, Leadership Development, Employee Engagement, Performance Management, and Corporate Business School Start-ups. Susan has proven successes in creating partnerships with businesses to promote change, develop current and future leaders, enhance performance, and foster operational effectiveness. She has worked for Motorola, Snap-On Tools, and Sims Metal Management before entering the world of consulting. Contact information She can be contacted at

THINKING AND ACTING STRATEGICALLY Thinking conceptually about the big picture and in which direction the organization is/should be headed, developing long-term plans to achieve the desired outcomes and

Leadership Training for Access Management Supervisors The Importance of Leadership As an Access Management Supervisor, LEADERSHIP is either the key to success or the reason for failure. You set the tone

Executive Search Human Resource Consulting Our mission is to help our national and international clients attract, select, develop, and retain the best talent possible to ensure organizational effectiveness,

SAP Services Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group A Journey Toward Optimum Results The Three Layers of HR Transformation

PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent

The Professional Risk Managers International Association (PRMIA) Building a Risk Appetite Framework at TD January 31, 2013 Clare Gaudet, VP Enterprise Risk Governance, TD Bank Group Building a Risk Appetite

DSE HRT Bootcamp HR business Partner June 2012 1 Agenda 1 2 3 4 The role of the HR Business Partner HR Business Partner the current state Organisational design Lessons learned implementing the HR Business

EMBRACING CHANGE MANAGEMENT What You Will Gain & Why It Matters The Most Overlooked Aspect of Project Success What if the most important factor to project success had nothing to do with product features?

Introduction Survey feedback and action planning are two of the most important components of an organization s survey process, but they are also the most difficult to do well. Although survey design and

Diversity and Organizational Change By Ginger Lapid-Bogda, Ph.D. Abstract: Diversity is often viewed as a training program, limited to a human resources initiative focused on race and gender and separate

WILFRID LAURIER UNIVERSITY SENIOR EXECUTIVE PERFORMANCE ASSESSMENT SYSTEM Top and bottom line results begin and end with the senior executive team. How the executive team relates to each other; how the

Safety Net Analytics Program Request for Applications August 2014 Sponsored by CCI in partnership with the California HealthCare Foundation IMPORTANT DATES Informational Webinar: 10:00am, August 27, 2014

Performance Management: It s a Lot More Than Annual Appraisals WHITEPAPER I want to know what my people can do, not just what their performance score is. CEO, major telecommunications company If you think

Training Programs for Enterprise-Wide Change Top Five Requirements for Programs that Deliver Prepared by VisionCor, Inc. 1 Contents Summary... 3 Before We Get Started... 3 Program Principles... 4 Business

Creating an Enterprise PMO Global Mining IT and Communications Summit November 5, 2013 Sharon Gietl VP of IT and CIO The Doe Run Company: Who We Are A global supplier of lead metal and alloys Second largest

Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

Putting the Pieces Together Amway Who we are Timeline Reasons for transformation How Lessons Learned Where We Work Who We Are Amway Privately Held 2 Families Founded in 1959 Headquartered in Ada, Michigan

THE VALUE OF A COMMON PROJECT CULTURE AND KEY ASPECTS ON HOW TO ACHIEVE IT A transformation project case study Project Culture Improvement in a mid-sized ICT company in Europe. Speaker: Rickard Romander,

Building a Business Analyst Competency & Training Program Presented by Tom Ryder October 30, 2012 Today s Presentation About me Background on UPS UPS at a glance History of innovation The reasons why UPS

How Clean Teams Can Accelerate Mergers and Acquisitions August 2010 Aon Hewitt port 2010 Aon Document Corporation Title This paper explores the growing popularity of clean teams and how HR Sub-Title of

Search Profile Vice President, People and Culture Company Description For over half a century, Bethany Care Society has been improving the lives of Alberta seniors and adults with disabilities by providing

Chartered Professional in Human Resources Competency Framework Contents 1 About the CPHR 1 Application of the Competency Framework 2 Path to Obtain the CPHR 2 Maintaining the CPHR 3 Overview of the Functional

How to Attract and Retain Great People: A Seven-Step Process By Jim Geier President, Human Capital Consulting Partners What are the biggest challenges to success in your business? Innovation, product development,

Sales Management 101, Conducting Powerful Sales Review Meetings Dave Brock, Partners In EXCELLENCE Dimensions of EXCELLENCE is based on the four dimensions of performance and organizational excellence.

Motivating Employees to Embrace Integrated Marketing A White Paper developed exclusively for based on results of the PMA/Northwestern University ROI of Integrated Marketing Research Project Research Results

National Society leadership and management development (supporting National Society development) Executive summary This is one of four sub-plans of the programme Supporting National Society development.

JOB DESCRIPTION FORM Job Title: Human Resources Manager Location: Baltej Job Summary: Reports directly to the HR Director, and responsible for providing advice and service to the managers and staff. Accountable

Energy and Utility Insights Realizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things Utilities Realizing Hidden Value About the Author Rob Milstead serves as the

Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.

Implementing An Applicant Tracking System ARE YOU READY? Contributors: Jason Krumwiede, vice president of human capital Bill Kremer, vice president of human capital An ounce of prevention is worth a pound

Strategic Business and Operations Framework Understanding the Framework June 30, 2012 Table of Contents The Pathway to Success: The Strategic Business and Operations Framework... 3 What is the Strategic

Alabama Standards for Instructional Leaders To realize the mission of enhancing school leadership among principals and administrators in Alabama resulting in improved academic achievement for all students,

Carolina Survey Organizational Effectiveness Results DIS DIS DIS Clarity The University has specific and measurable goals I am clear on the 3-5 priorities that are most important to improving the University

The Global State of Employee Engagement: A 2014 Study The Global State of Employee Engagement: A 2014 Study In May of 2014, BPI group partnered with research firm BVA to survey the state of employee engagement

Douglas County School District Human Resources Strategic Plan 2014-17 Introduction About the Strategic Plan About the Department Human Resources is passionately dedicated to those who are impacting the

Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,

Global Supplier Diversity & Inclusion Reaching the Gold Standard As a WEConnect International member, you understand the value of supplier diversity and inclusion. We have developed a Gold Standard Checklist

Module 4 Responsibilities of senior management Presented by Neil Redman IAEA International Atomic Energy Agency Key to the organization's success It is fundamental to the success of the Management System

Rock Hill and the Importance of the Strategic Plan By David Vehaun and Monica Croskey Acomprehensive strategic plan is one of the most important tools an organization can have in defining its mission and

Disclaimer The views and opinions expressed in the following PowerPoint slides are those of the individual presenter and should not be attributed to Drug Information Association, Inc. ( DIA ), its directors,

Mentoring Guide This guide provides a roadmap for any company, no matter the size of the business or the industry whether you re just getting started or you already have a mentoring program that you want

Organizational Competencies A focus on organizational competencies is more critical to achieving team alignment, effective execution and the right allocation of scarce resources than is a focus on strategic

Metropolitan Utilities District: Saving 12,000 Hours Annually Using SuccessFactors Solutions Nearly one-third of the State of Nebraska counts on Metropolitan Utilities District (M.U.D.) for its safe drinking

Commit to Six Appoint a Six corporate leader Leadership has been trained in the Six concepts and methodology. Leadership has identified drivers for implementing Six. Business opportunity analysis has been

Chapter 3 Applying Knowledge Management to Improve Project Results By William S. Kaplan, CPCM Introduction There are many definitions of knowledge management (KM). However, in Acquisition Solutions view,

The BOSI Portfolio Company Program Education Advisory Operating Partner Page 2 of 8 Introduction Based on original research conducted by serial entrepreneur and world-renown author Joe Abraham, BOSI is

Are You Ready to Start Hiring? How to Bring on the Right People and Make Sure They Succeed. The Presenters Moderator Patrick Sweeney President Caliper Expert Scott Whitehead Director, Account Management

GOING BEYOND TRADITIONAL DATA GOVERNANCE: SIX STEPS FOR BUILDING AN INFLUENTIAL DATA-DRIVEN ORGANIZATION In an environment of rapidly evolving technology, customer behavior, and competition, data has become